Post on 06-Apr-2018
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LBA 5112
PERAKAUNAN &PENGURUSAN FIRMA
GUAMANPREPARED BY:
HAMIZAH MUHAMMAD 1061004
SITI SALWA ISHAK 1061005
IRMA NAMIRA MISSNAN 1061006
IMAN MOHAMAD HASSAN 1061011
[TLB 02]
LECTURERS NAME:
DR. ZAINI EMBONG
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OUTLINEOF PRESENTATION
DEFINITION OF ISSUE MANAGEMENT
ISSUE MANEGEMENT PROCESS & ITSIMPORTANCE
ISSUE MANAGEMENT FRAMEWORK
ISSUE MANAGEMENT FLOW CHART: ROLES &
RESPONSIBILITIES
STAGES OF ISSUE DEVELOPMENT
CONCLUSION
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ISSUES MANAGEMENT
Process of identifying and resolving issues in aproject or organization.
Using this Issue Management Process, you canidentify and resolve issues quickly, before theyhave an undesirable impact.
Whether you experience staffing, supplier,equipment or other issues, this process will guideyou through the steps towards their speedy
resolution.
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ISSUEMANAGEMENTPROCESS
A set of procedures that help you manage issues asthey occur. Whether you're part of a project oroperational team, issues will occur on a regularbasis affecting the ability to meet your team goals.
That's when an Issue Process is invaluable.
An Issue Process helps you record each issue andidentify the actions needed to resolve it. As part of
the Issue Process, an approval step is included toensure that the right actions are taken, at the righttime.
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THIS ISSUE MANAGEMENT PROCESSWILLHELP
YOUTO:
Identify and record issues clearly
Use Issue Forms to document issues properly
Determine the impact of each issue
Prioritize issues and report on their status Review all issues and decide on a course of action
Take the steps needed to resolve issues quickly
Assign actions to staff to resolve issues
Monitor the outcome of the actions taken
Assign roles and responsibilities for managingissues
Report on the status of issues to management
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ISSUE MANAGEMENT FRAMEWORK
Strategic issue management is the responsibility of the
entire organization. That responsibility crosses all units, and all reporting
lines.
It is the external component of strategic management.
This issue management framework involves threefunctions:
1. gathering/monitoring intelligence and information
2. analyzing the information and classifying the issue3. taking action and evaluating the results
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DEFINING & SORTING ISSUES
ISSUE DEFINITION
Issues are events that occur outside the control ofan organization; that affect at some level the
strategic direction, core business or mandate of theorganization; and that may require the organizationto take action.
A strategic issue affects the organizationsmandates, missions and values,
service level, clients, stakeholders and proponents,financing, management or organizational design.
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ISSUE SORTING
For effective strategic management, issues need tobe classified and ranked.
1. Issue Classification2. Issue Ranking
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CLASSIFICATION
Classification determines whether the problem isinternal or external and routes it accordingly:
Internal problems
go through internal management processes;
strategic responses do not automatically require or
incorporate the need to interact with external people.
External issues
identified by issue management staff and action is
determined at the appropriate level of the organization; strategic responses automatically incorporate the need to
interact with external people and organizations.
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RANKING
Ranking determines the priority order for dealingwith and expending resources on an issue.
3 types of issue/problem according to itsprioritization:
1. High Priority Issue
2. Medium Priority Issue3. Non-critical Issue
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HIGH-PRIORITY
Relates directly to an organizations mission andmandate;
Has wide-spread interest;
Reflects directly on the values of the organizationand its partners;
Can easily attract opposition from stakeholders andcritics with power;
Could influence the organizations potential tofunction effectively.
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MEDIUM-PRIORITY
Relates to an organizations mandate and mission. It has potential for wide-spread interest;
Touches on some of the values and concerns of theorganization and its partners;
Has specific supporters with the ability to rally othergroups.
It has the potential to move quickly to high priority;
Requires immediate detailed monitoring and
briefing; and requires an alert to people onimmediate action list.
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NON-CRITICAL
Questions or problems that relate to theorganization but are not critical to its survival.
It is presented by people without influence andwithout the involvement of the mass media.
However, if these questions become part of a
pattern, are co-opted by more powerfulorganizations or non-supportive stakeholders, theyhave the potential to become issues.
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RANKINGCONSIDERS VARIABLES
influence on the organizations survival,
relationship of the issue to the organizations
strategic direction,
stakeholder and opposition stakeholder positions,
key corporate and stakeholder values, credibility, resources, and power of those bringing
issue to public attention,
public interest in the issue,
media and public agendas,
credibility of the organization under scrutiny.
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ISSUE MANAGEMENT FLOW CHART
INTELLIGENCE
INPUT
Staff input fromall Business
Units
External andCorporateSources
SYNTHESIS &
ANALYSIS
Business UnitManager
Issue Manager
Senior IssueManagement Team
ACTION &
RESPONSE
Executive & Staff
Internal Process orBusiness Unit
Resolution or IssueManager
Internal orExternal Process
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INTELLIGENCE INPUT
Function:
Collect and provide intelligence and informationabout problems and issues that relate to theorganizations mandate and strategic priorities.
Responsibility: All staff are to supply information through issue
management templates.
Destinations for these are on the templates. The
communications staff retrieve information fromstakeholder contacts, media reports and otherappropriate external sources and from corporateprojects that generate feedback on corporateactivities.
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SYNTHESIS AND ANALYSIS
Function:
assess information received from all sources
classify and rank issue
recommend action
provide feedback to staff
Responsibility:
It is the duty of the organization managers, issuemanagement team and communications staff to:
Classify information based on the organizations priorities. Develop a clear picture of the basic information as it relates to
the strategic priorities of the organization.
Review and evaluate the list of previous issues.
Classify and rank the issue.
Recommend action.
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ACTION AND RESPONSE
Function:
Finalize ranking the issues.
Take strategic action based on the classification of the
issue and its ranking.
Develop communications strategies, tactics & tools.
Bring together required members of the organizationand partners to deliver a strategic response.
Responsibility:
Duty of organization managers and issue manager to: determine final priority ranking of issues
initiating appropriate action
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ISSUE MANAGEMENT TEAM
Comprised of staff able to make decisions on behalfof the organization, knowledgeable about an issueand experienced in working with external partners.
Gather and assess additional intelligence.
Ensure critical information is available for
developing resolutions and action.
Work with external partners.
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ISSUE MANAGER
ROLE
The issue manager links line and corporate staff withthe issue management process and intelligenceobtained from outside the organization.
This person is responsible for implementing andmaintaining the issue management role and functionwithin the corporation and is responsible also forproviding audience analysis intelligence to themanagement committee and the crisiscommunications team.
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ISSUE MANAGERSPECIFICTASKS
Gathers intelligence from outside the corporation and provides in
summary form to staff Facilitates input from key staff and stakeholders
Ensures liaison with staff and external audiences regarding content of
Issue Alert/Issue Briefing Note
Provides advice to staff about the capture and communication of critical information
Works with staff to refine issue intelligence before it is sent to the IssueManagement Team and Communications staff
Ensures feedback related to Issue Alert or Issue Briefing Note sent to
designated staff
Co-ordinates development of key communications tools, including all staff
Issue Bulletins and Qs & As Produces an Issue Assessment monthly for the management committee
Analyzes Issue Log and reports to the executive
Works with Information Technology staff to build and maintain information sharingstructure for corporate issue management
Evaluates effectiveness of issue management based on pre-determined criteria
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SENIOR ISSUE (OR CRISIS) MANAGEMENT TEAM
Under the direction of the most senior manager atthe CEO level
Small team with clearly delineated roles andresponsibilities.
MEMBERS:
Organizations most senior manager, Its most senior corporate communications person
Senior corporate staff at the VP level
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OPERATIONSAND POLICY QUICK RESPONSE
TEAM
Purpose
To address specific problems related to programs that areeither in development or have been launched.
If the program has been launched and operationalproblems exist there is a high likelihood that the public will
become aware of the concerns. If the program is still in the development phase, resolution
of concerns is an internal management problem.
Members
business unit manager and staff who can intelligentlydescribe the problem and help develop solutions.
Depending on the public status of this problem, the issuemanagement team might become involved.
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STAGESOF ISSUEDEVELOPMENT Emerging
public expectation is different from corporate performance
some of the public is discontent with how the corporation is performing
people discuss this gap, some government departments show an interest
Organizational
activist groups and/or interest groups have absorbed the issue as part of their
value system and these groups want to the system to change
Legislative
negotiations begin between the various parties
political groups begin to get involved and to partly co-opt the issue
the issue becomes part of the public policy agenda
phase of legislative involvement and possible change begins
Mature
new rules or policies are put in place
potential for adversarial positions to become a significant focus for media
potential spin-off issues begin to materialize
intense media examination will occur if decisions around this issue are of broad
public interest or impact
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CONCLUSION
Issue management plays an important role inmaintaining an organizations stability and efficiency.
Issues in an organization must be identified, managedand resolved.
It addresses obstacles that can hinder organization
work success and/or block the organization fromachieving its objectives.
Thus, your ability to identify and resolve issues asquickly as possible will directly affect the success ofyour organization.
The Issue Management Practice will help you achievethis, by describing the steps taken to resolve issuesswiftly and efficiently.
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THANKYOUFORYOURTIME&INDULGENCE